Research & Projects

In a world where entrepreneurial ventures are becoming increasingly prevalent, understanding the diverse factors that influence entrepreneurship is critical. This project titled "Adversity in Entrepreneurship: The Role of Individual Psychological Disorders" explores an under-researched yet vital area of entrepreneurship: the intersection of individual psychological disorders and entrepreneurial activity. By delving into this topic, my coathors and I shed light on the ways psychological disorders might pose both challenges and unique opportunities within the entrepreneurial landscape.

Objectives

The primary objective of this study is to explore the complex relationship between individual psychological disorders and entrepreneurship. We aim to unravel how specific psychological disorders such as ADHD, dyslexia, and impulsivity can impact entrepreneurial behavior, decisions, and outcomes. Further, we seek to understand how these disorders might shape one's entrepreneurial journey, potentially influencing their approach to risk, innovation, and problem-solving.

This study not only enriches our understanding of adversity in entrepreneurship but also has significant implications for policy, practice, and the support structures in place for entrepreneurs dealing with psychological disorders. It is our hope that through a deeper understanding of these interactions, we can contribute to a more inclusive, supportive, and resilient entrepreneurial ecosystem.

Example Publications

1. Yu, W.*, Wiklund, J., & Pérez-Luño, A. (2021). ADHD Symptoms, Entrepreneurial Orientation (EO), and Firm Performance. Entrepreneurship Theory and Practice. 

2. Miller, D., Wiklund, J., & Yu, W.* (Equal contribution) (2020). Mental Health in the Family Business: A Conceptual Model and a Research Agenda. Entrepreneurship Theory and Practice, 44(1), 55–80. 

3. Wiklund, J., Yu, W.* & Patzelt, H. (2018). Impulsivity and entrepreneurial action. Academy of Management Perspectives, 32(3), 379-403.

4. Wiklund, J., Yu, W., Tucker, R. & Marino, L.D. (2017). ADHD, impulsivity and entrepreneurship. Journal of Business Venturing, 32(6), 627-656. 

Results

The series of studies have yielded significant insights into the complex relationship between individual psychological disorders and entrepreneurial actions. The research found that ADHD symptoms, traditionally viewed as disruptive, can actually contribute to an increased Entrepreneurial Orientation (EO), thus positively impacting firm performance (Yu, Wiklund, & Pérez-Luño, 2021).

A separate paper in collaboration with Miller and Wiklund (2020) broadened the conversation to include the realm of family business. Here, we demonstrated that mental health plays a crucial role in the functioning and performance of family businesses. A comprehensive conceptual model was developed, proposing links between various mental health conditions, the work environment, and various business outcomes.

Furthermore, Wiklund, Yu, and Patzelt (2018) dissected the role of impulsivity in entrepreneurial action. We found that impulsivity, while often viewed as a negative trait, can, in fact, drive entrepreneurial action by reducing hesitation and prompting quick decision-making. This research is echoed in a previous study by Wiklund, Yu, Tucker, and Marino (2017), which similarly found a connection between ADHD, impulsivity, and entrepreneurship. ADHD was linked to higher levels of impulsivity, which in turn, was positively associated with entrepreneurial intentions and actions.

In summary, these studies shed new light on how psychological disorders, particularly ADHD and associated impulsivity, can influence entrepreneurial behavior. We suggest that traits often associated with these disorders can contribute positively to entrepreneurial orientation and action, while also underlining the need for awareness and support mechanisms in the context of mental health and entrepreneurship.

With the project "Adversity in Entrepreneurship: The Role of Childhood Adversities," we turn our attention to a deeply personal and formative aspect of individuals' lives that can have profound implications on their entrepreneurial journey. While previous research has explored various aspects of entrepreneurship, the impact of childhood adversities on this path remains underexplored. This project aims to bridge this gap, examining how early-life challenges shape individuals' entrepreneurial attitudes, behaviors, and outcomes.

Objectives

The primary objective of this project is to dissect the intricate relationship between childhood adversities and entrepreneurial tendencies. We aim to understand how experiences such as poverty, neglect, family dysfunction, or other forms of adversity during formative years can influence an individual's propensity for entrepreneurship, their approach to risk-taking, and their resilience in the face of business challenges.

By examining these relationships, this project seeks to shed light on the ways in which personal histories and past adversities can shape entrepreneurial paths. This exploration is intended to contribute to a more nuanced understanding of entrepreneurship and to inform policies and support mechanisms for entrepreneurs who have experienced early-life adversities. Through this work, we aim to foster a more inclusive and understanding entrepreneurial ecosystem.

Example Publications

1. Yu, W.*, Stephan, U. and Bao, J. (2023). Childhood Adversities: Mixed Blessings for Entrepreneurial Entry. Journal of Business Venturing, 38(2), p.106287. 

2. Yu, W.*, Zhu, F., Der Foo, M. & Wiklund, J. (2022). Childhood Adversity, Resilience and Entrepreneurial Success. Journal of Business Research. 

Results

We've gleaned profound insights into the association between childhood adversities and entrepreneurship through our studies.

In Yu, Stephan and Bao (2023), we discovered that childhood adversities can function as 'mixed blessings' for entrepreneurial entry. Although these adversities undeniably pose significant challenges, we found they also equip individuals with unique skills and perspectives that may facilitate entrepreneurial entry.

Going beyond initial entrepreneurial entry, we further explored this relationship in another study with Yu, Zhu, Der Foo, and Wiklund (2022). Here, we examined the role of resilience in entrepreneurial success. Our findings revealed that resilience - the ability to bounce back from adversities - can be a critical link between experiencing childhood adversities and achieving entrepreneurial success later in life. We found that individuals who have faced and overcome adversities in childhood often exhibit a higher degree of resilience, which in turn is positively associated with entrepreneurial success.However, such relationship is inverted U shaped.

Through these studies, we have illuminated the often overlooked but significant impact of childhood adversities on entrepreneurial behavior and success. We've underscored the potential of adversity to not only pose challenges but also to foster resilience and facilitate entrepreneurial endeavors, thereby highlighting the complex nature of the relationship between personal history and entrepreneurship.

Entrepreneurship is often associated with a multitude of challenges, including those that are social and emotional in nature. In our project, "Adversity in Entrepreneurship: The Role of Social and Emotional Challenges," we aim to bring attention to these often overlooked aspects of entrepreneurial adversity. We explore how social undermining and loneliness, among other challenges, can significantly influence the entrepreneurial journey, affecting both the individual entrepreneur's wellbeing and the outcome of their ventures.

Objectives

The main objective of this project is to investigate the impact of social and emotional adversities on entrepreneurial activities. We seek to understand how negative social interactions, such as social undermining, and emotional challenges, like feelings of loneliness, can impact the engagement, passion, and decision-making of entrepreneurs.

Furthermore, we aim to explore buffering factors, such as resilience, that can potentially mitigate the adverse effects of these adversities. By better understanding these dynamics, we hope to contribute valuable insights that can inform the development of support structures and coping strategies for entrepreneurs facing social and emotional adversities. Through this research, we aspire to foster a more compassionate and supportive entrepreneurial ecosystem.

Example Publications

1. Yu, W.*, Li. Z., Foo, MD. Sun, S. (2022). Social Undermining Keeps Me Up at Night and Disengaged the Next Day: The Mediating Role of Sleep Quality and The Buffering Role of Resilience. Journal of Business Venturing. 

2. Zhu, F., Yu, W., Fan, S.X. and Jonathan, J.G. (2023). Should I Stay Or Should I Go? The Impact Of Entrepreneurs’ Loneliness On Business Exit Intentions Through Entrepreneurial Passion. Journal of Business Venturing Insights, 19, p.e00368.

Results

In the paper by Yu, Li, Foo, and Sun (2022), we explored the detrimental effects of social undermining on entrepreneurs. We found that experiences of social undermining can disrupt sleep quality, leading to disengagement in subsequent entrepreneurial activities. Interestingly, resilience was identified as a buffering factor that can mitigate the negative effects of social undermining, underscoring the importance of resilience in the face of interpersonal adversity in entrepreneurial contexts.

A separate study by Zhu, Yu, Fan, and Jonathan (2023) examined the role of loneliness in influencing entrepreneurs' decisions to exit their businesses. We found that feelings of loneliness can diminish entrepreneurial passion, thereby increasing the likelihood of exit intentions.

Together, these studies highlight the profound yet often overlooked impact of social and emotional adversities in entrepreneurship. We underscore the critical need for strategies to combat social undermining and loneliness, and we emphasize the importance of resilience and passion in the entrepreneurial journey.

In the realm of established organizations, adversity often takes the form of underperformance and the challenge to innovate. In the project "Adversity in Established Organizations: The Role of Performance Feedback and Innovative Search", we delve into how established organizations navigate adversity, focusing specifically on underperformance and the subsequent innovative efforts that occur. By analyzing performance feedback and its influence on the innovative search, we seek to better understand the mechanisms through which organizations turn challenges into opportunities for growth and innovation.

Objectives

Our main objectives in this project include:

1. Investigating the relationship between underperformance dimensions and the extent of innovative search.

2. Understanding how historical and peer performance feedback influences the innovative search.

3. Identifying potential mechanisms and strategies that can help organizations better leverage performance feedback to stimulate innovative search, especially during periods of underperformance.

Example Publications

1. Yu, W*, Minniti, M, Nason, R. (2019).  Underperformance duration and innovative search: Evidence from the high‐tech manufacturing industry. Strategic Management Journal, 40(5), 836– 861.

2. Ye, Y., Yu, W.*, & Nason, R. (2021). Performance Feedback Persistence: Comparative Effects of Historical Versus Peer Performance Feedback on Innovative Search. Journal of Management. 

Results

The results of our studies offer key insights into the dynamics of adversity within established organizations:

We found a positive relationship between the duration of underperformance and the extent of innovative search in high-tech manufacturing industries. This suggests that periods of underperformance can act as catalysts for innovation within established organizations (Yu, Minniti, and Nason, 2019).

Additionally, we propose a persistence-based framework of organizational innovative search that connects the persistence characteristics of feedback from peer and historical referents with innovative search. We first predict that feedback from peer referents is more persistent than feedback from historical referents. Further, we theorize that peer performance feedback produces more pronounced effects: Performance above (below) peer aspiration leads to less (more) innovative search compared with performance above (below) the historical aspiration level.

Together, these findings underscore the potential for adversity to stimulate innovation within established organizations. They further illuminate the nuanced role that time and varying types of performance feedback (peer vs. historical) play in nurturing such innovative search efforts.